International Journal of Business and Economics, 2012, Vol. 11, No. 2, 143-169 Dynamics of Knowledge Integration in a Project Network Shalini R. Tiwari * Institute of Management Technology, Ghaziabad, India Rajen Gupta Management Development Institute, Gurgaon, India Abstract Recently, there has been a tendency in many industries to form collaborative projects with the objective of creating value for customers. Flow of resources, especially knowledge, is quite common among actors of a project network. However, disparate knowledge has to be integrated in the network in order to accomplish project objectives. Due to the paucity of literature on how the actors of a project network integrate their specialized knowledge; this study undertakes the task of examining the process of knowledge integration in a large project network. Based on the existing literature, a conceptual framework for knowledge integration was developed and, subsequently, a longitudinal study of a large network was designed to observe the phenomenon. The study revealed interesting insights into the dynamics of knowledge integration by suggesting that knowledge identification is an important subprocess and how it influences the later subprocesses of knowledge integration. Key words: knowledge; integration; projects; network JEL classification: M10 1. Introduction Developing economies (e.g., India, China, Brazil) all over the world are implementing large infrastructural projects with the objective of promoting overall growth to the economy and enhancing competitiveness. More often than not, government is an important stakeholder in such projects, as they not only have to ensure all round economic development but also because infrastructure development is still under the purview of governments. The projects range from developing roads, railways, airports, and shipyards to improving communication by building telecommunication networks. In order to accomplish these projects, which usually require integration of diverse knowledge and capabilities, they are designed as multiparty and multi-activity projects; a typical example of which is a construction project. * Correspondence to: Economics, Environment & Strategy Area, Institute of Management Technology, Ghaziabad 201001 (U.P.), India. E-mail: stiwari@imt.edu.